LDP Leadership Development Program. LEADERSHIP DEVELOPMENT PROGRAM (LDP)
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Transcript of LDP Leadership Development Program. LEADERSHIP DEVELOPMENT PROGRAM (LDP)
LEADERSHIP DEVELOPMENT PROGRAMLEADERSHIP DEVELOPMENT PROGRAM
DEFINED:
A CONTINUOUS PROCESS OF TRAINING, ASSESSMENT AND
FEEDBACK IN A VARIETY OF TRAINING ENVIRONMENTS
•PURPOSE:
INSTILLING AND ENHANCING DESIRABLE BEHAVIOR IN MILITARY
LEADERS
•FEATURES:
• STANDARDIZED ASSESSMENT TECHNOLOGY
• INDIVIDUAL FOCUS
• STRUCTURED LEADERSHIP OPPORTUNITIES
• PROVIDES DEVELOPMENTAL FEEDBACK
•ASSESSOR QUALIFICATION
• PEER RATINGS
• LINK TO ACCESSIONS
What is the LDP?
• LDP is comprised of 16 leadership dimensions and 7 value dimensions
• Cadets are evaluated on a minimum of 5 leadership positions on campus and at LDAC
• Enables the production of both on campus and LDAC CER’s
LDP OPERATIONAL MODEL
1stSemester
2dSemester+
BlueCard
+ JPSCCER
CampusCampus
Accessions Packet
+
OER2nd Sem
MS IV
MS I&II
MS IIICER
Campus
Camp
CCF 7010CCF 7011
BlueCard
Camp CER
Camp
ScoredEvents+
(DA Form 4856)
67-9-167-9-1A
67-9-167-9-1A
Development Plan
Development Plan
PROCESS OF ASSESSMENTPROCESS OF ASSESSMENT
CLASSIFY
ACCESSIONS
BEHAVIOR
RECORD
RATE
COUNSEL
ASSESS
TRAIN
LEADERSHIP DEVELOPMENT PROGRAMLEADERSHIP DEVELOPMENT PROGRAM
CER
RECOGNIZE
RECOGNIZING BEHAVIOR
• CRITICAL VS NON-CRITICAL BEHAVIOR
• CRITICAL - Significant impact on current or future leader effectiveness
•NON-CRITICAL – Little, if any, impact on leader effectiveness
• DIRECT AND INDIRECT OBSERVATION
• DIRECT – Observed behavior causes results
• INDIRECT – Observed results imply behavior occurred
• FIRST- AND SECONDHAND OBSERVATION
• FIRSTHAND – Personally Noted
• SECONDHAND – Behavior Related by Another
LEADERSHIP DEVELOPMENT PROGRAMLEADERSHIP DEVELOPMENT PROGRAM
• Written or mental notes
• Recommend detailed, organized notes
• Enhance developmental counseling
• Facilitate quick reference to support summary statement and CER development, and performance board and PMS inquires
• Every note should have a purpose• Record only critical behavior• Summarize recurring behavior (communication, technical, physical, etc.) rather than recording every instance
RECORDING BEHAVIOR
SUMMARY OF PERFORMANCE (Describe the Situation, assigned Task, the Action taken, and the Results).
CDT CMD Form 156-2-R Dec 95
CADET SELF ASSESSMENT REPORTCadet
Unit Duty Position Length(Hours) Date
Card ___ of ___
ROTC Cdt Cmd Reg 145-3REQUIREMENTS CONTROL SYMBOL ATCC-122
Cadet Self-Assessment Report (Front)
MANAGEMENT TOOLSMANAGEMENT TOOLS
My Strongest Dimensions: (list 1, 2 or 3 )
Cadet Summary of Counseling
Cadet’s Signature Date
Dimensions I Need to Improve: (list 1, 2 or 3 )
My Strong Dimensions (As Noted by Evaluator): (list )
Dimensions to Improve (As Noted by Evaluator): (list )
Actions I Plan to Take: (sentences or bullets)
CC Form 156-2-R (Reverse Side) Jun 97
Complete self-assessment to this point and turn it in prior to counseling
Cadet Self-Assessment Report (Reverse)
MANAGEMENT TOOLSMANAGEMENT TOOLS
LEADERSHIP ASSESSMENT REPORT
RATED CADET NAME UNIT DUTY POSITION (Location if Spot Report) DATE
RATED CADET SIGNATURE ASSESSOR NAME / INITIALS CADRE CADET
a. SUMMARY OF OBSERVATION: Summarize most significant observed leadership behaviors. Use sufficient detail to support summary ratings in Parts II and III. Use Continuation Card if necessary.
b. COUNSELING: Comment on at least 1 “SUSTAIN” and 1 “IMPROVE” dimension as identified in Part II. (“IMPROVE” comments are required for each “N” entry in Part II) Not required for Spot Report.
PART I – RECORD OF OBSERVATIONS AND COUNSELING
SUSTAIN:
IMPROVE:
NOTE: Signature indicates that counseling was administered as reflected in Part 1b above, and does not imply agreement with ratings. CDT CMD FORM 156-4A-R FEB 02 REPLACES CDT CMD FORM 156-4-R OCT 98
CADET COMMAND REG 145-3REQUIREMENTS CONTROL SYMBOL ATCC-122
Check here if SPOT REPORT
Leadership Assessment/Spot Report (Front)
MANAGEMENT TOOLSMANAGEMENT TOOLS
MANAGEMENT TOOLSMANAGEMENT TOOLS
PART II - CHARACTER: Disposition of the leader: combination of values, attributes, and skills affecting leader actions
a. ARMY VALUES (Comments mandatory for all “NO” entries. Use Part I.)
4. SELFLESS-SERVICE: Places Army priorities before self
Yes No
6. INTEGRITY: Possesses high personal moral standards; honest in word and deed
1. LOYALTY: Bears true faith and allegiance to the U.S. Constitution, the Army, the Unit, and the soldier
Yes No
b. LEADER ATTRIBUTES / SKILLS / ACTIONS: Mark “E”, “S”, or “N” for each observed dimension. IMPROVE comments in Part II are mandatory when rating of “N” is indicated.
1. ATTRIBUTES Fundamental qualities and characteristics
ME MENTAL
Possesses desire, will, initiative and discipline
PH PHYSICALMaintains appropriate level of physical fitness and military bearing
EM EMOTIONAL
Displays self-control; calm under pressure
CN CONCEPTUAL IP INTERPERSONAL TE TECHNICAL
Demonstrates sound judgment, critical/creativethinking, moral reasoning
2. SKILLS
Skill development is part of self-development; prerequisite to action TA TACTICAL Demonstrates proficiency in required professional knowledge, judgment, and warfighting
Shows skill with people; coaching, teaching,counseling, motivating and empowering
Possesses the necessary expertise toaccomplish all tasks and functions
E S N E S N E S N
3. ACTIONS Major activities leaders perform; influencing, operating and improving
INFLUENCING
Method of reaching goals whileoperating/improving
OPERATING
Short-term mission accomplishment
IMPROVING
Long-term improvement in the Army, its people, and organizations
CO COMMUNICATING DM DECISION-MAKING MO MOTIVATINGE S N E S N E S N
PL PLANNING EX EXECUTING AS ASSESSINGE S N E S N E S N
DE DEVELOPING BD BUILDING LR LEARNINGE S N E S N E S N
Displays good oral, written, and listening skillsfor individual / groups
Employs sound judgment, logical reasoning,and uses resources wisely
Inspires, motivates, and guides others towardmission accomplishment
E S N
Develops detailed, executable plans that arefeasible, acceptable, and suitable
Shows tactical proficiency, meets mission standards, and takes care of people / resources
Uses after-action and evaluation tools to facilitate consistent improvement
Invests adequate time and effort to developindividual subordinates as leaders
Spends time and resources improving teams,groups, and units; fosters ethical climate
Seeks self-improvement and organizational growth; envisioning, adapting and leading
PART III - OVERALL NET ASSESSMENT (Circle one) E S N
E S N E S NE S N
2. DUTY: Fulfills professional, legal, and moral obligations
3. RESPECT: Promotes dignity, consideration, fairness, & EO
5. HONOR: Adherence to the Army’s publicly declared code of values
7. PERSONAL COURAGE: Manifests physical and moral bravery
Leadership Assessment/Spot Report (Reverse)
Date Position Assessor NETLR
VALUES
As Obsvd
JOB PERFORMANCE SUMMARY CARDCadet SSN
UnitSchool
ME PH EM CN IP TE TA CO DM MO PL EX AS DE BD
ATTRIBUTES SKILLS INFLUENCING OPERATING IMPROVING
ROTC CDT CMD FORM 156-18A-R
APFT: PU SU
RUN TOTAL
LAND NAV: WR DY
NT TOTAL
BRM: SQUAD PEER:
______OF______
RECONDO:
YES NO
Summary of Ratings by Dimension
Job Performance Summary Card (Cadet Focused) (Front)
MANAGEMENT TOOLSMANAGEMENT TOOLS
PEER EVALUATION REPORT(ROTC Cdt Cmd Reg 145-3)
REQUIREMENTS CONTROL SYMBOL
ATCC-122
CADET (RATER) UNIT DATE
CDT CMD Form 156-17-R Feb 96
CADET (RATED)
RANKING________________OF_____________
WHAT ARE THIS INDIVIDUAL’S STRONGEST (ONE, TWO, OR THREE) LEADERSHIP DIMENSIONS AND WHY?
WHAT ARE THIS INDIVIDUAL’S WEAKEST (ONE, TWO, OR THREE) LEADERSHIP DIMENSIONS AND WHY?
I II (Check one)
ACTIONSInfluencing: Communicating - Decision Making - Motivating
Operating: Planning - Executing - AssessingImproving: Developing - Building - Learning
ACTIONSInfluencing: Communicating - Decision Making - Motivating
Operating: Planning - Executing - AssessingImproving: Developing - Building - Learning
CLASSIFYING BEHAVIORCLASSIFYING BEHAVIORCLASSIFYING BEHAVIORCLASSIFYING BEHAVIOR
VALUESLoyalty - Duty - Respect
Selfless Service - HonorIntegrity - Personal Courage
VALUESLoyalty - Duty - Respect
Selfless Service - HonorIntegrity - Personal Courage
ATTRIBUTESMental - Physical - Emotional
SKILLSConceptual - Interpersonal
Technical - Tactical
BASE THE NET ASSESSMENT ON HOW EFFECTIVE YOU THOUGHT THE LEADER WAS OVERALL
EVALUATOR AND SUBORDINATES ARE MAKING THE SAME (GUT) ASSESSMENT (ONLY DIFFERENCE--EVALUATOR’S ASSESSMENT IS BACKED UP WITH DIMENSIONAL FEEDBACK)
Excellent - Above what you reasonably expect of a cadet
Satisfactory - What you reasonably expect of a cadet
Needs Improvement - Below what you reasonably expect of a cadet
BASE THE NET ASSESSMENT ON HOW EFFECTIVE YOU THOUGHT THE LEADER WAS OVERALL
EVALUATOR AND SUBORDINATES ARE MAKING THE SAME (GUT) ASSESSMENT (ONLY DIFFERENCE--EVALUATOR’S ASSESSMENT IS BACKED UP WITH DIMENSIONAL FEEDBACK)
Excellent - Above what you reasonably expect of a cadet
Satisfactory - What you reasonably expect of a cadet
Needs Improvement - Below what you reasonably expect of a cadet
RATING BEHAVIORRATING BEHAVIORRATING BEHAVIORRATING BEHAVIOR
SATISFACTORY STANDARDS:
Usually generates reasonable courses of action… - ME
Adequately shows self-confidence… - EM
Generally conveys ideas… - CO
Attempts to balance resolve… - DM
Reasonably adheres to “1/3-2/3 Rule”… - PL
Generally shows accountability… - EX
Attempt to meet subordinate’s needs…- MO
SATISFACTORY STANDARDS:
Usually generates reasonable courses of action… - ME
Adequately shows self-confidence… - EM
Generally conveys ideas… - CO
Attempts to balance resolve… - DM
Reasonably adheres to “1/3-2/3 Rule”… - PL
Generally shows accountability… - EX
Attempt to meet subordinate’s needs…- MO
RATING BEHAVIORRATING BEHAVIORRATING BEHAVIORRATING BEHAVIOR
POINTS TO REMEMBER:•Evaluating based on what we expect of cadets—not officers and NCO’s
•Satisfactory ratings allow room for mistakes
•Beware dimensional N’s based on one negative observation
POINTS TO REMEMBER:•Evaluating based on what we expect of cadets—not officers and NCO’s
•Satisfactory ratings allow room for mistakes
•Beware dimensional N’s based on one negative observation
RATE EACH LEADERSHIP DIMENSION ACCORDING TO THE LEADERSHIP PERFORMANCE INDICATORS USING
THE FOLLOWING SYSTEM:
OBSERVATIONS EXECUTED INDICATED BY
POSITIVE E
GENERALLY NEUTRAL S or E
NEGATIVE S or N
RATE EACH LEADERSHIP DIMENSION ACCORDING TO THE LEADERSHIP PERFORMANCE INDICATORS USING
THE FOLLOWING SYSTEM:
OBSERVATIONS EXECUTED INDICATED BY
POSITIVE E
GENERALLY NEUTRAL S or E
NEGATIVE S or N
RATING BEHAVIORRATING BEHAVIORRATING BEHAVIORRATING BEHAVIOR
SUMMARY STATEMENT DEVELOPMENTSUMMARY STATEMENT DEVELOPMENT
A narrative summary (word picture) of total performance during the observed period.
PAINTING THE PICTUREPAINTING THE PICTURE
•THE BLUE CARD
• Write the summary in the same manner you would describe what the cadet just did to one of your peers--Write what you see!
• Well written summary statements:
• Facilitate quick, effective counseling by highlighting critical dimensional behavior
• Tell the Platoon TAC Team, MS III Instructor and PMS what happened
• Provide a record of counseling
• Help build the cadet’s CER
SUMMARY STATEMENT DEVELOPMENTSUMMARY STATEMENT DEVELOPMENT
Bottom Line Up Front – First sentence is a quantified statement of the cadet’s overall leadership effectiveness
Use the remainder of summary used to address critical leadership behavior
Include consistency, growth, challenges faced, level of difficulty of position held, etc. to help “paint the picture”
Use the statement to send a message to the cadet and his/her cadre (TACs & PMS)
Clearly spell out justification for “N” dimensional ratings; justification should consist of more than one observation
Do not attempt to write a chronological series of action statements
Do not address insignificant or non-critical behavior
LEADERSHIP ASSESSMENT REPORT
RATED CADET NAME UNIT DUTY POSITION (Location if Spot Report) DATE
RATED CADET SIGNATURE ASSESSOR NAME / INITIALS CADRE CADET
a. SUMMARY OF OBSERVATION: Summarize most significant observed leadership behaviors. Use sufficient detail to support summary ratings in Parts II and III. Use Continuation Card if necessary.
b. COUNSELING: Comment on at least 1 “SUSTAIN” and 1 “IMPROVE” dimension as identified in Part II. (“IMPROVE” comments are required for each “N” entry in Part II) Not required for Spot Report.
PART I – RECORD OF OBSERVATIONS AND COUNSELING
SUSTAIN:
IMPROVE:
NOTE: Signature indicates that counseling was administered as reflected in Part 1b above, and is not intended to imply agreement with ratings. CDT CMD FORM 156-4A-R FEB 02 REPLACES CDT CMD FORM 156-4-R OCT 98
CADET COMMAND REG 145-3REQUIREMENTS CONTROL SYMBOL ATCC-122
Check here if SPOT REPORT
Cadet Taylor’s energy and enthusiasm were instrumental in the success of the company. His outstanding ability to react to unexpected changes in the company commander’s guidance was critical to the company’s meeting SP time. Subordinates recognized his rapid reaction and responded in kind.Throughout the day, he faithfully supported an indecisive company commander, tactfully guiding him at times to the correct decision. Maintained the same level of energy and appearance throughout the day in spite of lack of sleep the previous night due to inclement weather.Cadet Taylor continues to show improvement in dealing with subordinates. Good job of working with the 2d Plt Sgt on PCIs.
CN - Rapidly solves critical issuesDM - Demonstrated resolve energizes subordinates into actionAS – Constantly seeks ways to improve ongoing operations
IP – Need to demonstrate greater patience when dealing with subordinates. You tend to showfrustration with what you consider “dumb” questions
Taylor, Brian 3A1 1SG
X
5 Jun 02
Jeffrey L. Jacobs JLJ
THE BLUE CARDTHE BLUE CARD
PART II - CHARACTER: Disposition of the leader: combination of values, attributes, and skills affecting leader actions
a. ARMY VALUES (Comments mandatory for all “NO” entries. Use Part I.)
4. SELFLESS-SERVICE: Places Army priorities before self
Yes No
6. INTEGRITY: Possesses high personal moral standards; honest in word and deed
1. LOYALTY: Bears true faith and allegiance to the U.S. Constitution, the Army, the Unit, and the soldier
Yes No
b. LEADER ATTRIBUTES / SKILLS / ACTIONS: Mark “E”, “S”, or “N” for each observed dimension. IMPROVE comments in Part II are mandatory when rating of “N” is indicated.
1. ATTRIBUTES Fundamental qualities and characteristics
ME MENTAL
Possesses desire, will, initiative and discipline
PH PHYSICALMaintains appropriate level of physical fitness and military bearing
EM EMOTIONAL
Displays self-control; calm under pressure
CN CONCEPTUAL IP INTERPERSONAL TE TECHNICAL
Demonstrates sound judgment, critical/creativethinking, moral reasoning
2. SKILLS
Skill development is part of self-development; prerequisite to action TA TACTICAL Demonstrates proficiency in required professional knowledge, judgment, and warfighting
Shows skill with people; coaching, teaching,counseling, motivating and empowering
Possesses the necessary expertise toaccomplish all tasks and functions
E S N E S N E S N
3. ACTIONS Major activities leaders perform; influencing, operating and improving
INFLUENCING
Method of reaching goals whileoperating/improving
OPERATING
Short-term mission accomplishment
IMPROVING
Long-term improvement in the Army, its people, and organizations
CO COMMUNICATING DM DECISION-MAKING MO MOTIVATINGE S N E S N E S N
PL PLANNING EX EXECUTING AS ASSESSINGE S N E S N E S N
DE DEVELOPING BD BUILDING LR LEARNINGE S N E S N E S N
Displays good oral, written, and listening skillsfor individual / groups
Employs sound judgment, logical reasoning,and uses resources wisely
Inspires, motivates, and guides others towardmission accomplishment
E S N
Develops detailed, executable plans that arefeasible, acceptable, and suitable
Shows tactical proficiency, meets mission standards, and takes care of people / resources
Uses after-action and evaluation tools to facilitate consistent improvement
Invests adequate time and effort to developindividual subordinates as leaders
Spends time and resources improving teams,groups, and units; fosters ethical climate
Seeks self-improvement and organizational growth; envisioning, adapting and leading
PART III - OVERALL NET ASSESSMENT (Circle one) E S N
E S N E S NE S N
2. DUTY: Fulfills professional, legal, and moral obligations
3. RESPECT: Promotes dignity, consideration, fairness, & EO
5. HONOR: Adherence to the Army’s publicly declared code of values
7. PERSONAL COURAGE: Manifests physical and moral bravery
XX
X
X X
X
X
X
X
X
X
X
BLUE CARD – VERSION 1BLUE CARD – VERSION 1
LEADERSHIP ASSESSMENT REPORT
RATED CADET NAME UNIT DUTY POSITION (Location if Spot Report) DATE
RATED CADET SIGNATURE ASSESSOR NAME / INITIALS CADRE CADET
a. SUMMARY OF OBSERVATION: Summarize most significant observed leadership behaviors. Use sufficient detail to support summary ratings in Parts II and III. Use Continuation Card if necessary.
b. COUNSELING: Comment on at least 1 “SUSTAIN” and 1 “IMPROVE” dimension as identified in Part II. (“IMPROVE” comments are required for each “N” entry in Part II) Not required for Spot Report.
PART I – RECORD OF OBSERVATIONS AND COUNSELING
SUSTAIN:
IMPROVE:
NOTE: Signature indicates that counseling was administered as reflected in Part 1b above, and is not intended to imply agreement with ratings. CDT CMD FORM 156-4A-R FEB 02 REPLACES CDT CMD FORM 156-4-R OCT 98
CADET COMMAND REG 145-3REQUIREMENTS CONTROL SYMBOL ATCC-122
Check here if SPOT REPORT
Bass demonstrated the necessary expertise to successfully lead his team and was instrumental in his team’s success. He completed all assigned tasks to standard, and showed good initiative and analytical skills. Bass persevered in the face of adversity and gained the trust and support of his subordinates. During the leadership opportunity, Bass successfully accomplished tasks that he had previously struggled with. Bass performance reflects great credit upon himself, his cadre and his unit.
CN – Created a solution to a serious problem confronting his unit PH – Exhibited great physical strength MO – Fired up his subordinatesEM – Remained calm under pressure
TE – Continue to practice individual tasks
Bass, Ronnie Titans QB
X
5 Nov 02
William C. Roebuck WCR
BLUE CARD – VERSION 1BLUE CARD – VERSION 1
COUNSELING
COUNSELING - “ Subordinate-centered communication that produces a plan outlining actions necessary for subordinates to
achieve individual or organizational goals”
FM 22-100
COUNSELING DISCUSSION
Goal: Improve cadet performance through constructive, effective, timely feedback
Do’s?
Don’ts?
Tips and Techniques?
• DENIAL
• NERVOUSNESS
• RATIONAL DISAGREEMENT
• “TOO EASY” AGREEMENT
• ATTEMPTS TO SHIFT BLAME
• LOSS OF TEMPER
• DESIRE TO QUIT
• CRYING
POSSIBLE CADET REACTIONS TO COUNSELING
COUNSELING
CER
The CER is an LDP developmental counseling tool that mirrors the Officer EfficiencyReport (OER). It is designed to utilize information generated by the LDP to provide constructivefeedback to cadets on-campus and at LDAC.